Posts Tagged ‘non fiction’

no situation has real meaninguntil you frame it.
Framesare mental structures that shape the way we see the world and put
relationships in context.

And the most
powerful thing about frames? There can be only one dominant frame
during any interaction between two people.

So that was his game; he was playing with the analyst frame, which
relies on facts, figures, and logic.
I had a better frame prepared, the moral authority frame, and it’s an
analyst disruptor.

No matter what happens, no matter how much
social pressure and discomfort you suffer, you must stay composed and
stick to your frame. This is called plowing —— Always moving forward. Never

stopping. Never any self-doubt.

When you are reacting to
the other person, that person owns the frame. When the other person is
reacting to what you do and say, you own the frame.

Problem solving, numerical
calculations, statistics, and any sort of geometry are called cold
cognitions. Nothing will freeze your pitch faster than allowing your
audience to grind numbers or study details during the pitch

“The revenue is $80 million, expenses are $62 million, the net is $18
million. These and other facts you can verify later, but right now, what
we need to focus on is this: Are we a good fit? Should we be doing
business together? This is what I came here to work on.”

What this tells the audience is that (1) I’m trying to decide if you are
right for me; (2) if I decide to work with you, the numbers will back up
what I’m telling you, so let’s not worry about that now; and (3) I care
about who I work with.

If youare trying to win your target’s respect, attention, and money,
he becomes the prize.
When your targetis trying to win your attention and respect, you are
the prize. (This, of course, is what you want.)

1. We chase that which moves away from us.
2. We want what we cannot have.
3. We only place value on things that are difficult to obtain.

The problem with this approach is that if it is true that people only
value things that are hard to get, you are not hard to get. There’s no
challenge. Behaving this way means that you are failing to prize.

Money cannot do anything without you. The money needs you.

You don’t earn status by being polite, by obeying the established power rituals of business, or by engaging in friendly small talk before a meeting starts. What these behaviors might earn you is a reputation for being “nice.” They do nothing for your social position—except reduce it.

Can we switch out of the beta position and take the alpha ?

His next move was to strengthen his position by co-opting one of my guests into his frame, making it impossible for me to attack him without simultaneously attacking her.

1. Explain the most important changes in our business. Forecast
trends. Identify important developments—both in your market
beyond.
2. Talk about the impact of these developments on costs and custom
demand.
3. Explain how these trends have briefly opened a market window.

Why Forces ???

A huge part of the brain is devoted to
detecting movement.

you realize that you cannot just show
audience members two possible states and hope that the difference
captures their attention.You need to show them the movement from one
to the other.

We are not wired to see or hear a static pitch: “Thatwas the old way,
but this is the new way.” That can trigger change blindness, where the
target won’t get your deal at all

It would be like the copier
salesperson saying, “Hey, how would you like the Model T100? We’ve
had 50 of them in the warehouse forever.”

Realization 1:It doesn’t matter how much information you give, a
lot or a little, but instead how good your theory of mind is. In other
words, it’s important how well you can tune your information to the
other person’s mind.
Realization 2:All the important stuff must fit into the audience’s
limits of attention, which for most people is about 20 minutes.

To hold your target’s attention, there must be tension—a form of lowlevel conflict—guiding the interaction.

A pitch narrative can be thought of as a series of tension loops. Push then pull. Create tension. Then resolve it.

Focus on demonstrating your skill at budgeting, which is a difficult and highly regarded executive talent.

Hot Cognition

Hot cognition 1:the intrigue frame.

Hot cognition 2:the prize frame.

Hot cognition 3:the time frame.

Hot cognition 4:the moral authority frame.

————————————————-

“Oren, once we get through this deal, and we know you can close deals,
I’m going to introduce you to our senior trader, John Kincaid,” the seller
told me. “He’s a wildman, just like you. It’s going to be a total love
connection, and he’ll get you into the big deals that don’t come to my
desk.”
This was hot cognition 1—intrigue. I wanted to meet the senior trader
and get introduced to these bigger deals.
The bank trader continued: “You know the market is on fire right now,
and I have the French, English, and South Africans begging me for this
package, but if you work hard and don’t play any funny retrade games,
you can earn your way in.” It was true, the market was hot, and those
were all players.
This was hot cognition 2—prizing. Although I was the buyer, he was
asking me to prove myself. I wanted to impress him so that I could earn
my way into the deal.
He continued: “I’d love to give you until next week, but this market is
not letting me, and you have to make up your mind by Friday.” He said,
“I’m totally okay with a ‘No’; there’s no pressure. But Friday is D-day.”
This was hot cognition 3—time frame. He gave me just enough time
that I felt I had free will. This wasn’t time pressure, just a reasonable
time constraint. In the end, the decision was mine to make.
He continued: “And I don’t need to tell you, we’ve done $150 billion in
trades this year without a single SEC [Securities and Exchange
Commission] sanction; right now we’re very particular about our
reputation and counterparties. We do things right over here, so no games,
no missing wire numbers, just clean paper. We give you a fair price, and
that’s the deal. Can you play by the rules?”
This was hot cognition 4—moral authority. I assured him that even
though my company was small, just a $250 million blip on the outskirts
of San Diego, I knew the rules and could do things right.

* Winning. This particular dialogue killer sits at the top of many of our lists
* Punishing. Sometimes, as our anger increases, we move from wanting to win the point to wanting to harm the other person.
* Sometimes we choose personal safety over dialogue.
* FIRST, FOCUS ON WHAT YOU REALLY WANT
*
* First, clarify what you really want.
* Second, clarify what you really don’t want

* You know what? We need to talk about this. I’m glad you asked the question. Thank you for taking that risk. I appreciate the trust it shows in me.